Leading Workforce Analytics/Intelligence for the past three years, myself and team have been focused on multiple priorities:- Workforce Planning – Stood up the firm’s internal approach, including supply analysis, demand forecasting, and market sensing research. Drove an internal study assessing current state, creating a multiyear roadmap for capability maturity. Also supported functional growth for the firm’s strategic business priorities and brought transparency of our 90+ roles taxonomy across the employee lifecycle.- Growth & Retention - Partnered with Finance and Business Development COEs to develop growth, attraction and retention strategies for the firm’s functional growth areas. Lead all internal human capital analysis and recommendations, and leveraged external benchmarking to educate firm leadership and external clients on market realities. - Recruiting/Resource Management ConOps - Lead the Concept of Operations for the firm’s next generation of talent acquisition strategies. Accomplishments include current state diagnostic, roles redesign, funnel phase enhancements, and new techniques (e.g. different source channels, algorithms, and enhanced candidate experience). - Career Manager Enablement – Program Manager to better enable the Career Manager/Front Line Leader role. Accomplishments include current state diagnostic, enhanced role definition and expectation, staff alignment recommendations, transition requirements when forming new reporting structures, and learning curriculum- Employee Engagement – Leading the firm’s engagement process, including a full and pulse surveys, programmatic partnership through competitive intelligence, and action planning. This included new reporting approaches, including individual and manager reports, linking engagement with employee wellness/energy, and external partnerships with knowledge leaders. Lessons learned – be authentic, balance the cultivation of team and senior level relationships.

Converted back to full time status, and lead the Strategic People Initiatives function. Lead a matrixed team, while also serving as a job manager for many others. Key accomplishments include:- Workforce Planning – Supported a cross functional Concept of Operations to establish workforce planning practices. Specific responsibilities included supply data transparency, gap analysis against demand trends, and linking external labor trends. Results included the launch of the firms talent taxonomy and enhanced reporting of supply data.- Culture Study – Lead a study assessing the firm’s culture across all levels and geographies. Partnered with one of the industry experts of best places to work to conduct over 60 focus groups. Focus was to pulse on the Employment Value Proposition and experience, keep what is working and enhance what is not, and plan for the 3-5 year people strategy. Outcomes included a focus on executive development, career manager enablement, and ethics/values.- Diversity Recruiting Strategy – Analysis and recommendations to increase diverse staff through optimized recruiting strategy and approaches. Goal was to focus efforts, ensure accountability, and expand engagement through the talent acquisition process. Included analysis of historical trends, future forecasts, and external best practices. Outcomes included a centralized approach to diversity talent acquisition, and a future focus on engagement and process over forecasts.- People Model PMO – Program Managed the implementation the new People Model for all staff. Workstreams included the launch of multiple career tracks, establishing a talent taxonomy, implementing a new performance management process, career pathing, learning, and communication/change. The Model was successfully launched in 2013-2014.Lessons Learned – senior leader advocacy and sponsorship are critical, it is important to have small and large wins.

Returned to Booz Allen as a contractor as I felt I still had more professional development to gain from a larger organization. Working local was great, but the opportunity to return while balancing travel was something I decided not to pass up. I drove and lead key deliverables for the Business Management & Analytics/Workforce Intelligence function, through key initiatives. This included:- Driving the analysis, reporting, and action planning for the Global Engagement survey.- Leading analyses & forecasts for senior pipeline bench strength, and creating executive talent maps for market deployment. - Leading the analyses & recommendations for retention, including implementing a senior leader exit interview process.- Leading diversity forecasts against multiple scenario plans.- Creation of an Integrated Talent Dashboard to be used across the 24k firm.Lessons I learned - I thrive off of fast paced requirements, team development is as important as personal development.

Was time for a change again, as I had lived in Michigan for two years but was commuting to another state the majority of the time. CLI is a small local consulting firm, focused on executive development. This was also an opportunity to develop skills outside of pure analytics, while still grounded in sound consulting techniques. Primary achievements include:- Own all program developments and process enhancements pertaining to executive coaching and consulting services. Responsible for full program management for multiple service offerings in the areas of executive leadership, organizational strategy, innovation practices, talent management, and action planning.- Drive all organizational operations, including full scale infrastructure, communication, procurement processes, and staff development.- Lead all marketing and communication initiatives, including corporate identity, strategic branding, and program identity.- Responsible for business development CRM process, including market & competitor assessment, current & future client engagement potential, and sales forecasting.- Own all organizational metrics, including monthly and quarterly benchmarks, program success measures, and client experience dashboard.Lessons I learned - learning occurs through your own storytelling, and equally through listening to others.

Moved back to Michigan from New York, and I became a contractor for two years in Strategic People Initiatives. I focused on 2 projects:- Lead the implementation of a new performance management system (ePerformance) within the PeopleSoft suite of products. Responsible for full project leadership (scope, resources, budget, timeline, etc). Additionally responsible for future state process mapping for multiple career models and levels, fit-gap reconciliation, business requirements documentation, system design, transition planning, training & communication, Subject Matter Expert (SME) leadership, & vendor management. End state was the implementation of a new enterprise-wide system for over 16,000 employees.- Lead the creation of a Data Reporting Professional Community. Drove stakeholder analysis, organizational requirements, and full Community design across functional teams and corporate core services. End state was the launch of an inaugural community around all aspects of enterprise wide data.Lesson I learned - be the last one to hang up on a teleconference.

Wanted to take the challenge of working for a small consulting firm to one of the Big 5. The team I joined was newly created to be internal consultants, or the 'consultants consultant', for People and Talent Strategy. Primary achievements include:- Lead the full life cycle of multiple firm-wide employee surveys, and project management of numerous other surveys for multiple projects. Responsibilities included key stakeholder analysis, content development, vendor procurement, quantitative analysis, programmatic recommendations and delivery based on statistical modeling.- Project managed the development of an HR Dashboard. Responsibilities included needs analysis, vendor procurement, analysis of past trends & future forecasts of key metrics, and report design. - Lead the analysis and contributed to the design of a Career Mobility program for over 14,000 employees.- Participated in the creation of career track models for senior leaders in the firm.- Facilitated the development of future state competency models and career tracks spanning various levels. - Supported firm-wide diversity initiatives through the analysis of key metrics, and provided recommendations based on statistical models & forecasting.Lesson I learned - concrete expectation setting is critical.

First full time role after graduate school, and paved the way for a career grounded in analysis. APT was an Industrial/Organizational Psychology start-up at the time. Primary achievements include:- Supported the design & validation of employee selection procedures, basic skills assessment, performance management, organizational research, surveys, downsizing & executive assessment for Fortune 100 clients.- Performed & delivered data analysis for job analysis, litigation, & validation studies.- Assisted with the development, validation, & delivery of job analysis inventories, competency models, and behaviorally anchored rating scales.- Supported validation projects involving benchmarking & best practices through technical writing & research.Lessons I learned - attention to detail is king, stand up for your career interests.

This was an internship that turned into part time employment during graduate school. Was a mix of Human Resources Generalist, Talent Management, and Analytics experience. Primary projects included:- Coordinated & executed a quantitative & qualitative succession planning strategy for 10,000 employees, including developing work plans for high potential employees.- Designed, developed, & implemented performance management training for new managers.- Lead employee survey statistical & content analysis.- Developed job descriptions & competency definitions across the organization.